Contents of this Issue

Navigation

Page 48 of 68

continued from page 46
48
JULY–AUGUST 2018 | LOSSPREVENTIONMEDIA.COM
of successfully replicating our model in different industries and
deploying that model on a large scale in several countries because
of an internal focus on innovation. That really drives everything
that we do.
Our predominant mindset has been that we consider each one
of us within the company to be an entrepreneur. We go to great
lengths to realize the potential of our team through a culture that
emphasizes the value of ideas developed inside the company. We
continually reinvest in idea development through an innovation
process that allows us to capture and develop ideas from our
people, our clients, and other parties with whom we become
involved as part of our operations.
We've already spent several million dollars in internal
innovation projects. As a result, four of the six businesses that
ALTO currently operates have sprung from ideas submitted by
our own employees or by our partners, which were completely
developed in-house. When you look at it this way, you realize that
being entrepreneurial isn't so much a matter of one individual but
must rather be a distinctive feature of the team as a whole.
To put it in other words, I cannot be the only person that
embodies entrepreneurship within our business. It's imperative
to empower your people with that same vision and big thinking.
You don't need to look elsewhere for great ideas and growth
opportunities; harvest them inside.
What do you feel is the best way for leaders to capture
and maintain an innovative mindset?
NAZER: In order to succeed, you have to shake the fear of
stepping outside of what is considered safe and learn to embrace
the self-destructive nature of your ideas. That is the only way to
truly innovate. This forces us to be creative in terms of continually
finding new ways and situations in which our presence could be
relevant. And, in a way, that effectiveness has played in our favor in
the past.
Our logo, for instance, which was initially only recognized
by law offenders, is now also relevant for other groups, such as
employees and customers. It is associated with compliance, respect
for the law, and security, both in internal work environments and in
public spaces. This has allowed us to take our services to places as
diverse as offices and warehouses, parking lots, and, more recently,
public transportation.
For example, the results in public transportation have been
amazing. Previous estimates placed the evasion rate in Santiago,
Chile, at 50 percent of passengers during peak hours—half the
passengers weren't paying for their tickets.
With the introduction of ALTO's model, in a little over eight
months, fare evasion in Santiago diminished by 20 percent, which
means that 400,000 more people were paying their fares. In this
case, the success of the model rests in large part on the effectiveness
already achieved in other settings, such as retail stores. So rather
than having a diminishing effect over time, our impact becomes
amplified when approached creatively.
So don't be afraid of self-destruction. What appears to be an
inherent problem with your idea in the long run could be a blessing
in disguise—if you look at it the right way.
Why do you think so many startups struggle to get
past the first stages of development?
NAZER: This is not an easy question to answer, but I believe
that it must be asked for every startup that really wants to
transcend and be successful. As an entrepreneur you have to aim
to make an impact. And by this, I mean an impact on society as
a whole. Look to make a change for the better that is broader
than what your company does, but one you can identify with and
make your own.
In our case, this impact is the reduction of certain types of
crimes that translate into fewer losses for our clients. That is
the core reasoning behind our model, and it was certainly its
inspiration from the beginning. After all, we set to tackle the root
causes that explain theft, petty crime, and small offenses in many
industries and locations, and those causes are deeply engrained in
our culture and social behavior. By acting upon those causes, we
were effectively changing things.
To this day, one of the most significant and rewarding aspects
of my job is seeing the ALTO model literally interrupt criminal
careers before they actually become careers. By ensuring a fair
and timely sanction of individuals that are just entering that path,
we are tackling the problem before it's too late for them and too
costly for society as a whole. They become visible to the system in
time for better reinsertion and better opportunities.
This was one reason that ALTO's model was adopted by the
Chilean government in 2010 while developing a new national
program for crime prevention and control. At the request of
Chile's president, I had the privilege of heading a governmental
effort that took our principles to the realm of public policy. It
created a precedent: a successful private endeavor could provide
inspiration for improving the safety and the quality of life of
the community.
This is the kind of impact that I'm talking about—one that
inspires both you and your people, giving meaning to your
vision and crystalizing your passion. This kind of impact literally
becomes fuel for your company.
So as entrepreneurs, we must ask ourselves, "What impact am
I making? What impact can I make?"
In order to succeed, you have
to shake the fear of stepping
outside of what is considered
safe and learn to embrace
the self-destructive nature of
your ideas. That is the only
way to truly innovate. This
forces us to be creative in
terms of continually finding
new ways and situations
in which our presence
could be relevant.